9 Total Quality Management

57問 • 1年前

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Means that the organization's culture is defined by and supports the constant attainment of customer satisfaction through an integrated system of tools, techniques, and training

total quality management

This involves the continuous improvement of organizational processes resulting in high quality products and services

total quality management

Is an approach to improving the effectiveness and flexibilities of business as a whole

total quality management

It is essentially a way of organizing and involving the whole organization, every department, every activity and every single person at every level

total quality management

It ensures that the management adopts a strategic overview of the quality and focuses on prevention rather than inspection

total quality management

Made up of the whole

total

Degree of excellence a product or service provides

quality

Act or art or manner of planning, controlling, directing

management

Is the art of managing the whole to achieve excellence

total quality management

Meeting the customers requirements is the primary objective and the key to organizational survival growth

objectives of total quality management

Continuous improvement of quality. The management should stimulate the employees in becoming increasingly competent and creative

objectives of total quality management

Aims at developing the relationship of openness and trust among the employees at all levels in the organization

objectives of total quality management

It encourages innovation, makes the organization adaptable to change, motivates people for better quality, and integrates the business arising out of a common purpose and all these provide the organization with the valuable and distinctive edge

significance of total quality management

What is the goal of total quality management

do the right things right the first time, everytime

It requires the company to check customers attitude regularly and includes the idea of internal customers as well as external ones

be customer focus

This means avoiding rework for example cutting the amount of defective work

do it right the first time

Continuous improvement allows the company gradually to get better

constantly improve

Everyone has to be committed to quality. That means changing the attitude of the entire workforce and altering the way the company operates

quality is an attitude

This involves improve communication. Typically it includes team briefing

telling the staff what is going on

Unskilled workforce makes mistakes. Giving more skills to workers means they can do a wider range of jobs and do them better. It also means educating staff in the principles of total quality management which is a whole new style of working

educate and train people

Measurement allows the company to make decisions based on facts and not opinion. It helps to maintain standards and keep processes within the agreed tolerance

measure the work

If seniors management is not involved the program will fail

top management must be involved

Many companies are full of fear. Staffs are afraid of the sack, their boss and making mistakes. There is no point in running a TQM program unless the company drives out here

make it a good place to work

Teamwork boost employees moral. It reduces conflict and solves problem by hitting them with a wider range of skills. It pushes authority and responsibility downwards and provides better more balance solutions

introduced teamwork

This element of TQM seeks to reduce the barriers that exist between the different departments and concentrates on getting the product to the customer

organized by process, not by function

TQM as all managers leading and facilitating all contributors in everyone's TWO MAIN OBJECTIVES

(1) total client satisfaction (2) continuous improvements

Tqm is all managers leading and facilitating all contributors in everyone's main objective through quality products and services

total client satisfaction

Tqm is all managers leading and facilitating all contributors in every one's two main objectives to process a systems people suppliers partners products and services

continuous improvements

Traditional view: Quality cannot be improved without significant losses in productivity Tqm view:

improved quality leads to improved productivity

The customer makes the ultimate determination of quality

basic tenets of tqm

Top management must provide leadership and support for all quality initiatives

basic tenets of tqm

Preventing variability is the key to producing high quality

basic tenets of tqm

Quality goals are moving target, thereby requiring a commitment toward continuous improvement

basic tenets of tqm

Improving quality requires the establishment of effective metrics. We must speak with data and facts not just opinions

basic tenets of tqm

The three Cs

counting customers culture

Tools, techniques, and training in their use for analyzing, understanding, and solving quality problems

counting

Quality for the customer as a driving force and central concern

customers

Shared values and beliefs, expressed by leaders, that define support and quality

culture

Is the management process used to make continuous improvements to all functions

tqm

Represents an ongoing, continuous commitment to improvement

tqm

The foundation of this is a management philosophy that supports meeting customer requirements through continuous improvement

total quality

Is the japanese term for continuous improvement

kaizen

Involves everyone in a process of continuous improvement

kaizen

A customer's impression of ____ begins to the initial contact with the company and continues through the life of the product

quality

The tqm system objective

continuous improvement

The tqm system principles

customer focus process improvement total involvement

The tqm system elements

leadership education and training supportive structure communications reward and recognition measurement

Top management sis no reason for change

reasons for failure

Top management is not concerned for its staff

reasons for failure

Top management is not committed to the tqm program

reasons for failure

The company loses interest in the program after 6 months

reasons for failure

The workforce and the management do not agree on what needs to happen

reasons for failure

The workforce and the management do not agree on what needs to happen

reasons for failure

Urgent problems intervene

reasons for failure

Tqm is imposed on the workforce which does not inwardly accept it

reasons for failure

No performance measure or targets are set so progress cannot be measured

reasons for failure

Processes are not analyzed, systems are weak and procedures are written down

reasons for failure

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